Development of Required Plan for the Financial Realignment of Virginia’s Public Behavioral Health System Jack Barber, M.D. Interim Commissioner Virginia Department of Behavioral Health and Developmental Services
General Assembly Requirement for Financial Realignment Plan It is the intent of the General Assembly that DBHDS transform its system of care into a model that embodies best practices and state-of-the art services by treating, where appropriate, individuals in the community. As part of this effort, DBHDS state hospitals shall be structured to ensure high quality care, efficient operation, and sufficient capacity to serve those individuals needing state hospital care. – Item 284 E.1. Slide 2
General Assembly Requirement for Financial Realignment Plan • This plan shall include: i. a timeline and funding mechanism to eliminate the extraordinary barriers list in state hospitals and to maximize the use of community resources for individuals discharged or diverted from state facility care; ii. sources for bridge funding, to ensure continuity of care in transitioning patients to the community, and to address one-time, non-recurring expenses associated with the implementation of these reinvestment projects; iii. state hospital appropriations that can be made available to CSBs to expand community mental health and substance abuse program capacity to serve individuals who are discharged or diverted from admission; iv. financial incentive for community services boards to serve individuals in the community rather than state hospitals; v. detailed state hospital employee transition plans that identify all available employment options for each affected position, including transfers to vacant positions in either DBHDS facilities or community services boards; vi. Legislation/Appropriation Act language needed to achieve financial realignment; and vii. matrices to assess performance outcomes. • Plan is due December 1, 2017 Slide 3
Why Consider Financial Realignment? State hospitals are over their safe operating capacity and utilization is increasing. The Extraordinary Barriers to Discharge List averaged around 200 people through FY 2017. Additions to LIPOS, DAP, and permanent supportive housing over the past 2-3 years have not arrested the increases in either the census or the EBL. More hospital staff are needed to address the increasing utilization and flow-through, rapidly trending to needing to invest in more state hospital beds despite almost 15 percent of the people no longer needing to be in the hospital. While the state is spending more than $700/day for inpatient care, this care is free to CSBs, jails, and Medicaid for adults. While virtually all of health care has, or will, transition to managed care, general funds for behavioral healthcare is not under a managed system. Virginia’s spending, relative to other states, is much more heavily balanced toward hospitals. Other states spend an average of three times as much in general funds in the community versus the state hospitals. We cannot safely discharge individuals from state hospitals without adequate community capacity and we cannot build adequate community capacity without sufficient funds in the community to do so. The present dynamics are pushing toward more funding for hospitals and beds at the expense of community investment, thus driving the system in the wrong direction. Spending for a hospital level of care when it is not needed is not good stewardship in the present and, given the high cost of maintaining hospitals as key operating systems extend beyond their useful life and changing standards require ever more investment, may be unwise for the future. Olmstead considerations. Slide 4
The Behavioral Healthcare (BH) Landscape • Comprehensive BH is essential to population • How does VA measure up nationally? 31 st in BH health and cost containment funding in 2013 GFs, non-Medicaid: $92.58 per • BH issues drive up to 35% of medical care costs person. Median (Ohio) is $100.29 per person and individuals with BH disorders cost up to 2-3 • Not maximizing our investment times as much as those without • Roughly 50% of GF funding supports 3% of • Integration of BH and primary care, as well as persons served housing, employment, schools, social services • State Hospital Capacity: 17.3 beds per 100,000 • Decreased reliance on institutions and increased people focus on community services • Virginia spending on hospitals = 46% of overall • State hospital capacity average: 15 beds per BH budget 100,000 people • Virginia spending on community = 54% of overall • National average of state spending on hospitals = BH budget ($47 per capita) 29% of overall BH budget (2013) • Average 200+ individuals ready for discharge in • National average of state spending on VA’s mental health hospitals community = 68% of overall BH budget ($89 per capita), 2013. Now 74%. Slide 5
Challenging Road to Reforming Virginia’s Behavioral Health System Crisis Focus Lack of CSB Primary Variability Care ADA/ ~50% Have Olmstead No Payor Funding Alignment Burden and Cost of BH Care System of Pieces CSB Variability Approximate Funding Crisis Focus • 40 CSBs/1,927 locations • Funding amount and type • 25% GF • 30% of services • 631 private • Population demographics • 23% Local delivered are crisis • Local priorities • 40% Medicaid providers/4,131 services • Service array • ~50% CSB clients lack locations payor source Major Mental Health Recommendation for 68 Years (since 1949): Virginia needs to expand capacity to serve people in their own communities with coordinated behavioral health programs and supports. Slide 6
System Transformation, Excellence and Performance in Virginia (STEP-VA) In-Home Children’s Services Same Day Access; Medication Assistance Treatment Coverage Primary Care Detoxification; for Integration; Housing Care Outpatient Uninsured Coordination; Services; Psychosocial Virginians Targeted Case Rehab/Skill Management Building for Kids; Veterans Services; Peer and Family Targeted Case Support; Person- Management for Centered Treatment; Adults Mobile Crisis Services Education and Employment Social Services Slide 7
Behavioral Health Services for Uninsured Virginians • Health care has steadily moved towards “managed care” with payment for outcomes rather than “fee for service.” • Virginia needs to align managed Medicaid services with services for the uninsured supported by general fund dollars so that it has one system of standards and outcome measures. • However, Virginia’s community behavioral health system features inconsistent capacity and access. Its current funding is inadequate to cover the uninsured with behavioral health disorders in an outcome based system. Three steps must be taken to transition Virginia’s public safety net services: 2) Align DMAS 3) Address the managed care behavioral bifurcated funding 1) Build/expand the services, health programs with streams for CSBs and access, and measures STEP-VA so the same state hospitals to better incorporated into metrics and align services with standards apply to STEP-VA . needs and achieve the care provided better cost Timeframe: 4 Years to both Medicaid members efficiency. and the uninsured. (per Code) Timeframe: 1-4 Years Timeframe: 1-4 Years Slide 8
Themes from Other States National consultants, Behavioral Health Policy Collaborative (BHPC), was selected to provide expert input and review on a similar financial transformation efforts in other states. Eight states were reviewed and four themes found: Theme 1: Significant upfront investments in community-based services are necessary to rebalance systems away from psychiatric hospital-based care. The financial transition of state rebalancing efforts often includes preserving some allocation for state psychiatric hospitals while increasing Theme 2: the investment in community-based services, taking multiple years to see cost savings. Theme 3: Application of managed care principles is critical to divert both insured and uninsured populations from unnecessary hospitalization. Theme 4: Some states have allocated funds directly to counties/localities to purchase psychiatric hospital beds, driven by a state-developed, per-bed formula. Slide 9
Virginia’s Previous Efforts DBHDS’ response to a During this time, DBHDS has implemented a JLARC report identified number of “reinvestment” projects, typically the projected costs for based in state hospital downsizing, in Regions community services 1, 4, and 5. These projects shifted state needed to close state hospital funds to communities to accomplish facility beds and the unit closures and required building increased numbers of beds that community capacity, including private would be needed at the inpatient bed purchase. These did not go as end of the next three far as requiring communities to pay for beds in biennia (FY 1998-FY state hospitals (there were simply no beds to 2004) based on a survey use above a certain number). of CSBs. 1997 1999 – 2011 Slide 10
Hospital Challenges - Last Resort and State Hospital Admissions • Since “Last resort” legislation was passed, a bed was provided for everyone under a TDO who needed a bed since the law was implemented July 1, 2014. • Since FY 2013, TDO admissions have increased 224% and all hospital admissions 58%. Slide 11
Recommend
More recommend
